From Field Technician to Global Leader: Grant’s Journey to Operational Excellence

in , , , ,

Grant, the General Manager of International Field Services, embarked on a transformative journey when he enrolled in the Core Operational Excellence (COE) program. With a technical background and over 20 years of management experience, Grant sought to enhance his leadership skills and find effective solutions to the challenges he faced in running his global function.

Before COE, Grant’s team operated in a reactive manner, dealing with issues as they arose and lacking a structured approach. They faced constant cost pressures and struggled to progress initiatives that needed wider stakeholder buy-in. Siloed ways of working and a lack of knowledge on how to drive improvement further added to frustrations.

Grant hoped that COE would help him achieve his budgetary goals without compromising customer satisfaction or team engagement. Additionally, he sought to boost his confidence and professionalise his skills as a leader. While previous restructuring and attempts at cascading the budget challenges had fallen short, Grant recognised that COE could provide the practical tools and feedback loop needed for sustainable improvement.  

Accelerating Functional Transformation

COE proved to be a game-changer for Grant and his team. The program equipped him with the operational acumen to assess and measure his business, bringing clarity and strategic focus to his role. Extensive support and coaching provided a confidence boost, and the involvement of his leaders in the program fostered a collective learning experience. By actively engaging with his team, Grant saw his own leadership skills develop, leading to a more engaged workplace and improved performance.

Among the key takeaways from COE, Grant realised that management is both an art and a science, and authentic team engagement is essential for driving improvement. Impressed by the impact of COE on his performance and the growth within his team, Grant took the initiative to train all his leaders and their successors in COE over a two-year period. He also extended the program to key field staff, recognising its value in enhancing cross-team conversations and driving business improvement.  By the end, Grant had 18 COE graduates in his business and 39 graduates from the shorter Introductory Operational Excellence (IOE) program.  

Mindset Matters

Grant acknowledges the challenges of finding time for the program but emphasises that the rewards outweigh the difficulties when tangible differences become apparent – in his case, over $500k in external cost savings. He highly recommends the COE program to leaders who are seeking personal growth, team development, and sustainable business improvement. Grant credits Anita, the program facilitator, for her exceptional knowledge and ability to make the content relevant and engaging for participants. Under Anita’s guidance, COE came to life for Grant and his team, sparking numerous “aha” moments and creating an interactive learning environment.

As his organisation faces increasing pressure, Grant’s endorsement of COE and its application in driving change as invaluable. With a growing number of leaders across the business recognising the language and approaches of operational excellence, implementing transformative initiatives becomes a smoother and more successful endeavour. In fact, it has unleashed a movement with a core of his team banding together to drive ongoing and relentless continuous improvement.  Grant’s journey stands as a testament to the power of COE in enabling positive change and delivering tangible results. If your journey feels like Grant’s, it might be time to get a scorecard on the hard skills gaps in your business. Check out our Leadership Skills Audit here.

Stale Service to Award Winning Experience: Charlotte’s Transformational Journey in MLC

in , , , ,

As manager of one of the largest client contact centres in MLC, Charlotte was well aware of the importance of delivering exceptional service. However, she felt there was something missing—an opportunity to learn this language and professionalise her skills. Despite being in a classic operational business environment where everything was measured, Charlotte lacked the frameworks and understanding to optimise her processes. They lacked fresh thinking and a deep understanding of operational management principles.

Seeking to elevate her team and take their business to the next level, Charlotte was drawn to the COE (Core Operational Excellence) program. She was eager to gain the knowledge, language, and fresh perspectives that the program promised. The goal was clear: inject new life into their operations and embrace the frameworks – teach themselves how to fish!

Before discovering the COE program, Charlotte hadn’t attempted any specific solutions to address their staleness. However, she recognised the need for change and was ready to embark on a transformative journey.

A Team Experience

COE proved to be the missing piece of the puzzle for Charlotte and her team. The program provided her with the theoretical foundation and the “why” behind operational excellence. What truly set COE apart was its experiential approach. Through hands-on activities, Charlotte and her team had the opportunity to try different strategies and quickly adapt when things didn’t go as planned. This practical learning experience was invaluable, allowing them to gain insights and enhance their understanding of the principles and methodologies.

Importantly, COE also emphasised the value of team engagement. Charlotte actively involved her team in the learning process, ensuring they were equipped with the knowledge and skills to contribute to the transformation. Together, they embraced the COE principles and united in their pursuit of operational excellence.

Working On the Business

Charlotte’s key takeaways from the program were profound. She discovered that even in a mature operational area, there is always room for improvement and growth. The COE program provided  the tools, mindset, and fresh perspectives to drive positive change within her organisation.

Although finding time for the program was a challenge, given the demands of leading a large team with numerous operational distractions.  Charlotte organised herself and prioritised focused time to fully immerse herself in the program, understanding the long-term benefits it would bring to her team and the business.

Enduring Rewards

Charlotte wholeheartedly recommends the COE program to those seeking to transform their operational practices. The impact it had on her business was significant, leading them to win a National award from the Customer Service Institute of Australia.   Inspired by her own experience, Charlotte became a mentor, guiding and supporting other program participants, and in turn, further deepening her knowledge.

Even now, more than a decade later, Charlotte continues to refer back to her COE notes. The program’s lasting impact and the valuable insights gained continue to shape her approach to operational excellence.

Are you ready to unlock the potential of your operations and achieve exceptional results? Embrace the COE program and follow in Charlotte’s footsteps. Gain the language, knowledge, and frameworks to propel your business forward and make a lasting impact on your team and customers. Book a call here.

Unlocking Operational Excellence Through Data Driven Decisions & Knowing ‘Why’: Andrew’s Shared Services Journey

in , , , ,

As the Head of People Services at an Australian bank, Andrew had a strong background in process thinking and operational management. However, he faced a significant challenge – his leadership team lacked the same acumen and sometimes struggled to view the business as a series of interconnected processes. This gap in understanding hindered their ability to identify the levers for improvement and make data-driven decisions. Internal customers were left wanting more, and even external providers experienced performance issues. Andrew knew that a change was necessary to elevate their operations management maturity and establish a reputation as a knowledgeable and data-driven shared service function.

Andrew attempted various approaches to solve the problem on his own, but simply telling his team what to do didn’t yield the desired results. The missing piece was the “why” behind the changes he sought to implement.

Accelerating Business Maturity

The COE (Core Operational Excellence) program emerged as the solution to Andrew’s challenges. He and three key leaders from his team embarked on this transformative journey together. The program fostered extensive collaboration, encouraging thought-provoking discussions that allowed them to explore what would work best for their specific context. They developed aligned plans and acquired a shared language for managing processes and understanding the levers that drive performance.

The program enabled his team to accelerate its progress towards achievement of its maturity targets through the delivery of a range of new tools, methodologies and frameworks for running the business more effectively on a day to day basis. Through the progressive application of these insights he laid the foundation for a process led transformation which integrated the customer’s perspective with their process management and eventually improved business outcomes.

Throughout the program, Andrew gained valuable insights and learnings. Despite his experience in process thinking, he discovered that there is always room for improvement and learning. The program’s design accommodated different learning speeds and styles, ensuring that participants could grasp the content effectively. What proved particularly invaluable was having internal customers participate in the program. Their presence allowed Andrew and his team to test their thinking, gather feedback, and refine their approaches. The program’s emphasis on hands-on work helped solidify the learnings and ensure their practical application.

Undoubtedly, Andrew faced some resistance from certain leaders who questioned the necessity and time commitment of the program. However, he made the decision to proceed with the willing participants. As the results began to manifest, other leaders observed the positive outcomes and eagerly joined the journey.

Sustained Impact

Andrew wholeheartedly recommends the COE program to those seeking to unlock operational excellence within their organisations: “A true indication of the success of a program is when the leaders are leading a change of behaviour in the workplace – the operations management program facilitates (with the right leadership) that change occurring in a sustainable manner.  If I could have put all of my leadership through the program I think it would have moved our changes from an evolution to a revolution, within the function”.    It provides practical, hands-on knowledge and application of operations management principles and practices, enabling sustainable improvements and continual business growth. The program’s curriculum empowers experienced leaders to adapt best practices, offering a comprehensive framework for managing and enhancing process performance.  “Anita, as the driving force behind the program, is not only a technically skilled professional but also a values-based leader in the field of operations management.”

Anita’s expertise and dedication have made a lasting impact on Andrew’s journey and the success of the organisation’s operational transformation.

Join the ranks of those who have unlocked their operational potential and witnessed remarkable improvements by embracing the COE program. Your path to operational excellence awaits, guided by Anita’s expert knowledge and the transformative power of the COE approach. Speak to Anita directly by booking a call here.

Unleashing Structure and Success: A Journey from Guesswork to Data-Driven Decision Making in an IT Function

in , , , ,

Luke, the Head of Testing in a large IT function of an Australian bank, faced several challenges within his department before engaging in the COE program. The team lacked structure and a systematic approach to managing their business, despite their strong technical backgrounds in IT.  All this in a rapidly growing function.  This led to a considerable amount of guesswork. The issues they encountered were often fundamental management problems, such as a lack of insightful metrics, undefined processes, and unclear expectations for team members. Luke realised that they needed to find a more sophisticated way of managing their business to regain control in a rapidly evolving business model.

The Learning Solution

In their quest for a solution, they had previously sent team members for process improvement training, but it did not produce the desired outcomes in terms of leadership development. They also explored talent leadership training for their high-potential leaders, but it fell short in developing the specific skills they needed.

Luke found the answer in the COE program. He and his second-in-charge (2IC) enrolled together, allowing them to tackle their operating model transformation on multiple levels. The COE program introduced them to best practice frameworks, such as the ecosystem and the business excellence assessment, which uncovered the gaps responsible for their challenges. This newfound structured approach to workload management and team capability, supported by data-driven insights, brought clarity and common sense to their decision-making process. Their conversations within the team and with external stakeholders became more deliberate and proactive as they focused on managing patterns and trends.

Operational Excellence Meets Agile

Throughout the program, Luke gained key takeaways and valuable learnings. Despite some early scepticism about the applicability of certain concepts to their technology-focused organisation, he soon realised that adaptation was key to success. Embracing this new management approach proved to be initially challenging but ultimately far superior. By analysing data instead of relying solely on anecdotes, Luke and his team were able to dispel numerous myths and make well-informed decisions. They also discovered that this approach perfectly complemented, even improved, their agile operating model.

To fully benefit from the COE program, Luke moved past the belief that their function was ‘special’ or different. Additionally, as an IT function, they lacked many of the metrics commonly found in operational businesses and they decided to develop these metrics themselves rather than accept the status quo.

Luke loved the COE program, particularly for the IT function and subsequently volunteered to speak to other clients about the experience. He considered it a game-changer for their leadership team, enabling them to manage their business more effectively. They also successfully applied the learnings to one of their external service providers, encouraging them to improve their performance. Luke greatly appreciated the expert and independent feedback he received throughout the program, as it challenged his thinking and fostered continuous improvement. If your journey feels like Luke’s, it might be time to get a scorecard on the hard skills gaps in your business. Check out our Leadership Skills Audit here.

Revitalisation: From Crisis to Collaboration with QBS

in , , , ,

Before partnering with QBS, a large IT&T company found itself grappling with significant challenges. External consultants were brought in, hoping to “fix” the organisation, but their presence was intrusive and costly. Meanwhile, the leaders were lurching from one problem to the next, without the necessary skills to break free from this cycle. Operational management skills were lacking, leaving the organisation ill-equipped to navigate budget cuts and meet their targets.

Lacking Buy-In

They had previously attempted various solutions, such as process owners and restructures. They embraced big initiatives proposed by consultants, complete with catchy phrases and large central program offices. However, these efforts proved ineffective as they lacked buy-in and local ownership. The internally developed leadership programs fell short, as they focused on soft skills and failed to address the crucial operational management skills required.

Tangible Improvements

QBS stepped in and introduced an approach that started with executives and senior leaders, then middle managers, finally trickled down to emerging leaders and individual contributors through four distinct yet interconnected programs. The language used was approachable, avoiding jargon, and the focus shifted towards practical, localised improvements rather than overwhelming end-to-end initiatives that failed to deliver. Participants found the content refreshing and insightful, granting them a fresh perspective on their work. The immediate application of what they learned, combined with a collaborative approach, brought about tangible improvements in how they managed their functions.  This was operational acumen (OQ) development, with a side serve of EQ.

Participation and Selection

Key takeaways from the experience included the significance of a top-down approach, getting senior leaders actively involved and speaking the same language. The selection process was crucial, ensuring participants had the right mindset for learning and growth. By deliberately holding back demand, curiosity and enthusiasm were cultivated. Some individuals struggled with managing and prioritising their time, highlighting the need for the program. To provide impetus to make it a priority, the company was emphatic that the program was a core business requirement and should be reflected in scorecards rather than dismissed as a mere developmental activity. The qualification obtained at the program’s conclusion became a highly valued personal reward for participants’ efforts.

Widening Impact

Achieving success required reframing the program as operational improvement, shifting away from conventional L&D approaches. Business leaders funded the program, rather than relying on a centralised HR budget. Initially, there was resistance from senior leaders who questioned the program’s applicability to a technology company, but the results spoke for themselves, leaving the sceptics behind. Pushback from leaders seeking centralised initiatives was skillfully addressed by showcasing graduates who passionately advocated for the program’s effectiveness. The program was strategically marketed internally, bringing different business areas onboard to deepen and widen its impact.  It became very clear when you were talking to someone who had been on one of the QBS programs – they had a mindset and language that set them apart.

Changed Mindsets

Over a five year period, QBS facilitated a total of 85 groups spread across four programs and four continents, from executive to the frontline. Survey feedback was outstanding with 100% of COE graduates recommending the program, 100% reporting it had changed their mindset and self-reported financial benefits averaging A$250,000 per annum per COE graduate. 

They wholeheartedly recommend the COE program and QBS due to their expertise and commitment. QBS’s approach stands out by avoiding the need to keep a revolving door of consultants, constantly seeking new projects. Their flexibility allowed the program to be tailored to specific needs. QBS provided invaluable feedback and insights, including connecting participants to each other for sharing similar challenges and successes.

In conclusion, the partnership with QBS led to transformative changes, enabling them to overcome their challenges, develop over 1000 effective leaders, and achieve sustainable operational improvements. Through QBS’s guidance, the organisation discovered the power of collaborative, practical approaches, empowering their teams to thrive in the face of complexity.

Interested in finding out more?  Check out QBS’s programs here

Breaking Free from Learned Helplessness: Empowering Change through QBS’s COE Journey

in , , , ,

Before engaging with QBS, this organisation was struggling to change behaviours and achieve operational and business improvement. It faced a culture that lacked focus on the customer and failed to effectively engage with team members. Additionally, leaders were primarily technical specialists, lacking the necessary skills to drive meaningful change.

Addressing underlying issues

They had previously attempted traditional training programs that focused on standard operational and business improvement tools. However, these efforts fell short of expectations and the client realised that simply providing training did not address the underlying cultural issues or challenge our thinking. It was missing the crucial aspect of double-loop learning, which was essential for driving sustainable change.

QBS, through its Core Operational Excellence (COE) program, provided a transformative solution. Anita, with her unique approach and expertise, introduced what was fondly referred to as “gold dust” into the organisation. The Operational Excellence Leadership Programs she and the QBS team led challenged leaders to reflect on and improve their engagement with their teams, stakeholders, and the overall strategic and practical aspects of their roles. The collaborative workshop discussions and adaptable frameworks offered by QBS enabled leaders to apply their learnings directly within their teams, fostering critical thinking and a continuous improvement mindset. The COE experience was a deep learning journey, following the 70/20/10 learning model.

Cost reductions

Some key takeaways and learnings included substantial improvements in cost reductions, process efficiencies, employee engagement, and customer experience. Although business benefits were not formalised or quantified, the program more than paid for itself which was evident from the feedback provided by participants. The responsibility of funding the program shifted to the business leaders themselves, enhancing accountability and ownership. Regular updates and progress reports were crucial to maintaining momentum and ensuring continued leadership support.

Learned helplessness

Throughout the program, there were some challenges including instances of learned helplessness among individuals.  It became apparent that not everyone had the skills they claimed. COE identified these weaknesses. Implementing real change required significant time and commitment, and some individuals were not willing to invest the necessary effort.

To embark on this transformative journey, robust leadership engagement was required. While the client was accustomed to demanding a return on investment for our expenditure, they consciously avoided setting strict financial targets for the program. They understood the risks of focusing solely on monetary gains and wanted to prioritise the cultural shift. Seeing the effective cultural transformation became the measure of success, with the benefits naturally flowing.  Operational acumen was leading to operational excellence and all its benefits!

Honest, clear and holistic-thinking facilitators 

“Anita is a one of the most honest, clear and holistic-thinking facilitators of change in her field. She is a rare find and a gem. I’d work with her again in a heartbeat as I know she would bring thought-leadership and professional dedication to whatever is assigned.” says Jen.

The true beauty of COE emerges when multiple layers of management and teams speak the same language and strive towards common objectives. This alignment brings about a significant step change in mindset and outcomes. With nearly 500 COE graduates, many have gone on to achieve remarkable things, and the executives still reflect on the invaluable lessons they learned years later.

To find out more about QBS’s programs ranging from one hour masterclasses through to multi-day university recognised programs, visit the QBS Programs page.

Overcoming Management Hurdles: From Fixing Points to Managing Patterns for Operational Success with QBS’s Competency-Based Program

in , , , ,

Janet Robinson (client) – Testimonial

Before engaging with QBS, our organisation had been grappling with process improvement efforts that were arduous and lacking in results. Projects often encountered roadblocks, got stuck, or were ultimately canceled. As we delved deeper into these projects, we discovered that the issues we were facing were fundamental management problems. Our team members lacked the necessary training, processes were undefined or undocumented, and expectations were unclear. We were tackling these challenges in isolation, without a comprehensive approach. Furthermore, many of our leaders lacked a basic understanding of process thinking.

Our primary goal was to enhance our leaders’ operations management skills, enabling us to efficiently address the issues we were encountering and ensure proper management of their teams.

Already tried many programs

In our quest to solve these challenges, we had implemented various leadership training programs. However, these programs did not cover the specific areas we needed to address, nor did they adopt the 70/20/10 approach, which emphasises real-life application. We also experimented with lean six sigma training, but it remained narrowly focused on solving specific problems rather than equipping leaders to effectively run their teams and solve systemic issues.

QBS worked with us to provide a competency-based program solution, which required our leaders to demonstrate the application of their learnings. The program underwent a pilot phase and was subsequently rolled out on a broader scale.  QBS subsequently worked with us to introduce two further programs—one tailored for our senior leaders who were feeling left out and another for our lower-level team leaders.

70/20/10 approach

Some key takeaways and learnings we gained from the program included the effectiveness of the 70/20/10 approach and the significance of leadership support, reporting, and participant accountability. Integrating program participation into individual development plans (IDPs) and scorecards ensured a higher level of commitment. We also realised that central funding, while convenient, could lead to reduced accountability as it was not directly tied to individual budgets. Selecting the right participants was crucial, not merely choosing individuals based on availability or their desire for a qualification. It was important to identify individuals in suitably sised roles, especially at the program’s inception. Additionally, we discovered that the impacts of the program were amplified when peers and colleagues participated together. Overcoming the misconception that operational management did not apply to certain individuals was also a challenge we had to address.

Complementary fit

To embark on this transformative journey, we had to secure funding and demonstrate the program’s benefits to ensure continued support. Initially, we did not involve the Learning and Development (L&D) teams, as the program was business-funded. Eventually, the program transitioned to L&D, and there was some work to do regarding its positioning among other soft skills leadership programs.  They were completely complementary.

Remarkable blend of skills

Over 10 years, we had 68 groups from all over the business do the core program leading to 470 graduates – it was our longest, continuously running leadership program. We celebrated our graduates at formal recognition ceremonies – the confidence and pride observed in our graduates was immense, as were the accolades from their leaders.  We confidently observed an average of $120,000 annual benefit per graduate.   I wholeheartedly recommend QBS due to their dependability, skilfulness with relating the concepts to any functional area and their ability to deliver results. They possess a remarkable blend of operational management expertise, insight and L&D capability, enabling them to design and deliver high-impact programs that drive meaningful change within organisations.

Are you ready to evaluate the operational acumen in your leaders?   Download our free Leadership Skills Audit now.